Reading...
Play button
Play button
Use LEFT and RIGHT arrow keys to navigate between flashcards;
Use UP and DOWN arrow keys to flip the card;
H to show hint;
A reads text to speech;
47 Cards in this Set
- Front
- Back
|
What is Strategic Human Resource Management
|
The pattern of planned human resource deployments and activities intended to enable an organization to achieve its goals.
|
|
|
What are the two concerns of SHRM?
|
1.Knowledge, skills, abilities and other characteristics (KSAOs) of the individuals who make up an organization (Human Capital)
2.Practices and policies an organization utilizes to manage people (Human Resource Management) |
|
|
Jim Parker and the Southwest story of 9/11
|
Jim Parker relayed personal stories of how the people of Southwest Airlines touched the lives of customers and made a bond/connection in such a way that the customers viewed it as their company. Priority was to keep personnel working and keep the company going. They knew they would be in a war of attrition with cash after 9/11 because people were afraid to fly. They lowered prices without the goal to make money, but get people back in the planes and flying. Southwest came back with a profit though it was disastrous for all other airlines.
|
|
|
7 Practices of High Performing Firms
|
-Employment Security
-Selective Hiring -Self-Managed Teams & Decentralized Decision Making -Comparatively High Pay Based on Organization Performance -Extensive Training -Reduced Status Distinctions & Barriers Across Levels -Extensive Sharing of Financial & Performance Information Across the Organization |
|
|
does it take to achieve a sustained competitive advantage?
|
A resource that is Valuable, Unique, and Difficult to Imitate.
|
|
|
What are the four sources of competitive advantage?
|
-Product/Process Technology
-Protected/Regulated Markets -Access to Capital -Economies of Scale |
|
|
What is the main flaw with the competitive advantages?
|
These can all be imitated in time - Your workforce (their ideas, attitudes, and behaviors) may be one of the only things that other firms can’t copy or buy! The way you manage your people can be a HUGE source of competitive advantage and it is difficult to imitate.
|
|
|
In the SHRM Framwork what are the external factors
|
(Economic Conditions, Political Trends, Industry Dynamics, Labor Markets, Cultural Differences, Laws & Regulations, Unionization/Collective Bargaining)
|
|
|
In SHRM Framework what are the internal factors
|
Leadership, Firm Strategy, Technology, Organization Culture
|
|
|
What are the 8 pieces of the SHRM Framework that are necessary to sustain a competitive advantage?
|
-Analysis & Design of Work
-HR Planning -Recruiting & Retention -Selection -Training and Development -Performance Management -Compensation and Rewards -Employee Relations and QOWL |
|
|
What are two of the gaps between practice and research regarding SHRM
|
-Questionable value placed on behavioral coursework
- HRM professionals’ knowledge/ misconceptions |
|
|
What are the 4 reasons companies aren't using SHRM
|
1. gap between Practice and Research
2. Managerial Barriers 3. Measurement Challenges/Determining ROI 4. Need for Integration and Consistency |
|
|
True or False
Companies that screen job applicants based on their values have higher performance than those that screen based on intelligence. |
False
|
|
|
Integrity tests don’t work well in practice because so many people lie on them.
|
False
|
|
|
Most errors in performance appraisal can be eliminated by providing training that describes the kinds of errors managers tend to make and suggesting ways to avoid them.
|
True
|
|
|
If employees are asked how important pay is to them, they are likely to overestimate its true importance.
|
True
|
|
|
What are some of the Managerial Barriers to implementing SHRM
|
–Short-Term Managerial Pressures
•Annual performance reviews; stock price pressures •Focus on “quick fixes”/putting out fires vs. long-term solutions –Weak Leadership Skills (e.g., discourage innovation; delegation) –The “Trump (i.e., You’re Fired!)” effect – misguided perceptions of “effective” leadership & Emphasis of technical over interpersonal skills |
|
|
What is a Measurement Challenge/Determining ROI with implementing SHRM
|
–HR viewed as a “cost-center” vs. strategic partner
|
|
|
What are some of the issues with the Need for Integration and Consistency ("Anti-Piecemeal") with regards to implementing SHRM
|
–Alignment with external environment:
Do practices coincide with environmental constraints? –Alignment with business strategy: How will practices build, motivate & retain needed skill sets? –Alignment with other HR practices: Do practices reinforce or counteract each other? |
|
|
What are the two types of SHRM Alignment?
|
Vertical
Horizontal |
|
|
What is Vertical Alignment
|
Exists when the HRM system fits with all other elements of the organizational environment—the culture, strategy, structure, etc. This is how you treat your human capital and what the external environment requires.
|
|
|
What is Horizontal Alignment
|
Exists when all the HR policies & practices that comprise HRM system are consistent with each other so that they present a coherent message to employees concerning how employees should behave at work. This is how one practice compares to another and does it fit.
|
|
|
In regards to Aligning HRM in Learning Organizations.
What are the 4 parts of the Organization Environment For Learning Organizations |
1. Leadership
2. Strategy 3. Culture 4. Design and Structure |
|
|
What are the 3 parts to Aligning HRM in learning Organizations?
|
1. Organization Enironment For learning organizations.
2. Managing Human Resources to Support Continuous Learning 3. Needed Behaviors |
|
|
What are the 4 parts to Managing Human Resources to Support Continuous Learning with regards to aligning HRM in learning orgs
|
1. Staffing
2. Training and Development 3. Performance Appraisals 4. Rewards |
|
|
What is the one part of "Needed Behaviors" regarding the alignment of HRM in learning organizations
|
Learning Orientation and Capacity
|
|
|
What is Leadership with regards to Aligning HRM in Learning organizations
|
Lead by personal example based on an understanding of knowledge and learning link to strategic objectives and stakeholders' concerns
|
|
|
What is Strategy with regards to Aligning HRM in Learning organizations
|
Identifies organizational learning as a core competency that contributes to a sustainable competitive advantage
|
|
|
What is Culture with regards to Aligning HRM in Learning organizations
|
Values include continuous innovation and change; sharing best practices; and focus on learning as a common objective
|
|
|
What is Design and Structure with regards to Aligning HRM in Learning organizations
|
Fluid, flexible, flat, team-based, networked with alliance partners
|
|
|
What is Staffing with regards to Aligning HRM in Learning organizations
|
Recuit, hire, and promote based on actual knowledge and the capacity for future learning
|
|
|
What is Training and development with regards to Aligning HRM in Learning organizations
|
Knowledge on any topic is accessible to everyone, anywhere, all the time
|
|
|
What are Performance Appraisals with regards to Aligning HRM in Learning organizations
|
Assess the individuals growth and development and contributions to others growth and development
|
|
|
What is Rewards with regards to Aligning HRM in Learning organizations
|
Monetary rewards and recognition and encourage long-term growth and development to of self and others
|
|
|
What are Needed Behaviors with regards to Aligning HRM in Learning organizations
|
- Think Critically
- Create new knowledge - Work accross boundaries - Learn though experience - learn from others - revise and update old knowledge - Create and adjust to change - Share knowledge - Apply knowledge - Document what is known |
|
|
What are the 4 roles of HRM in Strategy Formulation and implementation. (Linkages)
|
1. Administrative Linkage
2. One-Way Linkage 3. Two-Way Linkage 4. Integrative Linkage |
|
|
What is an Administrative linkage?
|
— Lowest level of integration; HRM function's attention is focused on day-to-day activities. No input from the HRM function to the company's strategic plan is given.
|
|
|
What is a one-way linkage
|
— The strategic business planning function that develops the plan and then informs the HRM function of the plan. HRM then helps in the implementation.
|
|
|
What is a Two-Way Linkage
|
Allows for consideration of human resource issues during the strategy formulation process. The HRM function is expected to provide input to potential strategic choices and then help implement the chosen option.
|
|
|
What is an integrative linkage?
|
Is based on continuing exchange between the HRM function and senior executives charged with firm strategy, rather than sequential interaction. The HR executive is a strategic partner in strategy development and execution.
|
|
|
Note on Human Capital
|
Human capital and how you manage it can be a source of competitive advantage. It needs to make sense in terms of how one practice relates to another and how it relates to the system as a whole (horizontal environment)
|
|
|
Bottom-line success depends on clear, causal linkages between:
|
–firm strategy
–HRM policies and practices –the internal and external environment |
|
|
As members/graduates of this class, you are ethically responsible to:
|
help “close the gaps” in HRM
|
|
|
Firms that effectively manage human capital can ________?
|
realize sustainable competitive advantages.
|
|
|
What is Southwest's Strategy?
|
-Low cost and low fare carrier
-Point to point system; shorter flights; quick turnarounds -Serve older, smaller, less congested airports; near metro areas -No connections with other airlines -High-frequency departures in limited markets -Emphasis on “fun” for travelers; high level of customer service (but no frills) -No meals, no assigned seats -Only Boeing 737s; near uniform configuration -Simple frequent flyer program |
|
|
What is Southwest’s source of competitive advantage?
|
-They have an underdog spirit.
-They have a very distinct culture and they have been able to maintain it (so far). -Herb’s biggest fear is that they lose the culture and esprit d’corp. |
|
|
What are Costco/Wal-Mart's strategies?
|
The two companies have very different business strategies...one supply chain and scale and one that emphasizes human capital have very different approaches. Lawsuits are bad. Wal-Mart is still doing well despite how they treat their human capital. Costco culture cares about employees and customers.
|
